Tulsa, Oklahoma has been named the oil capital for the nation and the world for quite awhile and is a perfect place to study the energy industry. The University of Tulsa College of Business established The TU Energy Management program in September 2006 and started accepting students in the fall of 2007. The first graduating class to obtain the Energy Management major was comprised of only two students in December 2008 and May 2009. The program today is able to maintain disciplined and competitive students by having an application process but more importantly limiting up to thirty students per academic year. The TU Energy Management Program can easily be applied as a “Hedgehog Concept”. The “hedgehog concept” refers to a parable of a hedgehog and a fox, where the fox knows many things, but the hedgehog knows one big thing. “Hedgehogs” by and large built the good to great companies, which means that they were able to focus on one big important thing that made their companies great. Energy management is excelling by being able to maintain the main ideals set from the beginning. Also, the “flywheel and doom loop” concepts can be related to both the good to great companies but more importantly the energy management program. These two concepts can represent positive and negative momentum. The “flywheel” concept is when the program has everything in place, lots of hard work slowly but steadily forced the companies going faster and faster, with a lot of momentum. And the “doom loop” concept is when times have changed and a hard decision is needed to be made to keep the program going in a forward direction. It is always important to know where the program has been and the direction the program is heading to keep the success going.

The “Hedgehog Concept” in chapter 5, Jim Collins uses the metaphor of the hedgehog to illustrate that simplicity can sometimes lead to...

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...Good to Great Book Review
To transform a good company to great company is all manages' dream, but only few of them make it. To find out the core factors which lead to a good company became a great company is very difficult, because in different era, different industry companies face different opportunities and threats. To begin the research for the Good-to-Great study, Jim Collins and his research team searched for companies that: performed at or below the general stock market for at least fifteen years; then at a transition point began to pull away from the competition, and sustained returns of at least 3 times the general market for the next fifteen years. He started with a list of 1,435 companies and found eleven that met his criteria. These eleven companies produced, on average, a return of 6.9 times the general stock market during the 15 years following the transition points. Collins chose a 15-year span to avoid "one-hit wonders" and lucky breaks. In the book, Collins highlights some important factors which are the result of the research. They are level 5 leadership, fist who then what, confront the brutal facts, the hedgehog concept, culture of discipline, and technology accelerators, (Collins, 2001, p.12).
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...Good to Great by Jim Collins Report
As the name implies, the author of the title “Good to Great,” embarked in a research study to try to discover what made some companies outstanding, persistent, and sustainable from their competitors. The author makes a clear distinction that the publication of the title is not meant to fill in the holes left behind on one of his previous titles, “Built to Last.” In fact, towards the ending of the research novel, the author states that if someone is going to make that assumption, or that “Good to Great” is a sequel to his previous book, “Good to Great” should be in fact the pre-sequel to the book “Built to Last.” After making the distinction about the two novels, the author moves on and narrows down what his research team have concluded to be the main factors/reasons why companies like Wells Fargo and Kroger are better or did a much better job despite their bad situation compared to their competitors. Jim Collins and his research teach come to conclude that some of the main factors, which I will summarize in detail later own are the following: Level 5 Leadership, First Who, Then What, Confront the Brutal Facts, The Hedge Hog Concept, and Technological Advancement.
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...Good to Great
Why Some Companies Make the Leap…and Other Don’t
“Good to Great” is an exploration into the key factors that have transformed good companies into great companies (Collins, 2001). The book works from empirical data to build a fact based theory while urging the reader to remain impartial and to draw his/her conclusion based on the evidence presented. It identifies the key characteristics unique to 11 companies (Abbott, Circuit City, Fannie Mae, Gillette, Kimberly-Clark, Kroger, Nucor, Philip Morris, Pitney-Bowes, Walgreens, and Wells Fargo) that have transitioned from good to great and sustained greatness for at least 15 years. Collins has broken down the findings of his team into a multi-phased concept that details the entire process: Level 5 Leadership, First Who…Then What, Confront the Brutal Facts (Yet Never Lose Faith), The Hedgehog Concept (Simplicity Within Circle Three), A Culture of Discipline, Technology Accelerators, The Flywheel and the Doom Loop, and From Good to Great to Built to Last.
1.0 Level 5 Leadership
Which is harder to cultivate within yourself: humility or will?
There is a saying that I’ve often heard in professional settings, “Smart leaders surround themselves with smart people.” Level 5 leaders are extremely humble in that they attribute the success of the organization to external factors,...

...Good to Great Book Review
Throughout the book Collins examines what differentiates a good company from a great company. This first chapter addresses the process of evaluating information and finding characteristics that differentiates the two types of companies. After finding these characteristics Collins’s team compared the data to a variety of companies and discovered what a great company had that agood company didn’t. “We came to think of our research effort as akin to looking inside a black box. Each step along the way was like installing another light bulb to shed light on the inner workings of the good to great process.”
All great companies have a Level 5 leader calling the shots. A level 5 leader is an individual who has a blend of extreme personal humility with intense professional will. They have a drive to make the company succeed and not themselves. A level 5 leader does not put his/her associates down to make themselves look better. Instead, a level 5 leader demonstrates modesty in what they are accomplishing and set up their successors for even greater success in the next generation which makes a company sustainable. A level 5 leader is a hard worker that looks to themselves when things go bad and not at other people to make excuses for why things are going bad. A level 5 leader looks to his/her associates when things are going...

...GOOD TO GREAT
Why Some Companies Make the Leap…. And Others Don’t
Author : Jim Collins
About the Author : Jim Collins, a student and teacher of enduring great companies. He serves as a teacher to leaders through the corporate and social sectors. He is an ex-faculty of Stanford University Graduate School of Business and proud recipient of the Distinguished Teaching award in 1992.
Known for his deep research’s, Jim has authored or co-authored four books, including the classic
a. BUILT TO LAST, a fixture on the Business Week best seller list for more than six years, and has been translated into 29 languages.
b. GOOD TO GREAT: Why Some Companies Make the Leap … And Others Don’t attained long-running positions on the New York Times, Wall Street Journal and Business Week best seller lists, has sold 3 million hardcover copies since publication and has been translated into 35 languages,
Jim holds degrees in business administration and mathematical sciences from Stanford University, and honorary doctoral degrees from the University of Colorado and the Peter F. Drucker Graduate School of Management at Claremont Graduate University.
Summary :
Jim Collins begins his book with a quote from Beryl Markham “That’s what makes death so hard – unsatisfied curiosity”. A very apt quote which indicates the curiosity that planted a seed of question in Jim’s mind which became the basis of this book – to...

...Running head: Good to Great Book Review |
In partial fulfillment for the requirement for
DEPARTMENT OF EDUCATIONAL LEADERSHIP AND COUNSELING
BY
TIFFANY TURNER-BANKS
11/12/2011
Jim Collins and his research team have done a wonderful job identifying what it takes for a company to go from good to great. I found this book extremely interesting and would like to share several of my thoughts. The study looks at companies that appeared on the Fortune 500 from the years of 1965 to 1995, looking for those that, for 15 years, either tracked or underperformed the stock market, followed by a transition, and subsequently returning at least 3 times the stock market for at least 15 years. The eleven companies included in the study were Abbot Laboratories, Circuit City, Fannie Mae, Gillette, Kimberly-Clark, Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, and Wells Fargo. I would also like to point out that Circuit City liquidated its final American retail stores in 2009 following a bankruptcy filing and subsequent failure to find a buyer and Fannie Mae was at the center of The Emergency Economic Stabilization Act of 2008, commonly referred to as a bailout of the U.S. financial system. Jim Collins begins his book with a quote from Beryl Markham “That’s what makes death so hard – unsatisfied curiosity”. This is a very pertinent quote which indicates the curiosity that planted a seed of question in...

...Good to Great: Why Some Companies Make the Leap... and Others Don't
By Jim Collins
Can you identify one company that had changed from being good to being great around you? Jim Collins, the author of Good to Great, is a student and teacher of enduring great companies. In order to make this book, Mr. Collins started his research with 1,435 good companies. Then, he examined their performance over 40 years, to later on, find the 11 companies that became great.
The purpose of this book is to make us see that nearly all-operating prescriptions for creating large-scale corporate change are nothing but myths and that changes do not happen from one day to another by a miracle, the change from good to great is the result of a successful plan who is composed of steps, so that the mass of people would gain confidence from the successes, not just the words.
Good to Great: Why Some Companies Make the Leap... and Others Don't is a 2001 management book by James C. Collins that aims to describe how companies transition from being average companies to great companies and how companies can fail to make the transition. It is ranked on Amazon.com as the #70 of the top 100, and the first in Management-books.
James “Jim” Collins III is certainly a talented author. This management philosopher is...

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Good to Great: Why Some Companies Make the Leap... and Others Don't
Contents [hide] * 1 Executive Summary * 2 Chapter Summaries * 2.1 Chapter 1: Good is the Enemy of Great * 2.2 Chapter 2: Level 5 Leadership * 2.3 Chapter 3: First Who, Then What * 2.4 Chapter 4: Confront the Brutal Facts (Yet Never Lose Faith) * 2.5 Chapter 5: The Hedgehog Concept (Simplicity Within the Three Circles) * 2.6 Chapter 6: A Culture of Discipline * 2.7 Chapter 7: Technology Accelerators * 2.8 Chapter 8: The Flywheel and the Doom Loop * 2.9 Chapter 9: From Good to Great to Built to Last |
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Executive Summary
Jim Collins, already established as one of the most influential management consultants, further established his credibility with the wildly popular Good to Great: Why Some Companies Make the Leap...and Others Don’t, originally published in 2001. The book went on to be one of the bestsellers in the genre, and it is now widely regarded as a modern classic of management theory.
Collins takes up a daunting challenge in the book: identifying and evaluating the factors and variables that allow a small fraction of companies to make the transition from merely good to truly great. ‘Great,’ an...